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Agenda 09/22/2020 Item #11F (County Manager Annual Performance Appraisal)09/22/2020 EXECUTIVE SUMMARY Recommendation to accept the completed Annual Performance Appraisal for the County Manager. OBJECTIVE: To complete the performance appraisal of the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to ensure that the County Manager's work performance is coordinated with the direction of the full Board, an annual appraisal and merit consideration are provided in the County Manager Employment Agreement. The annual work plan (Action Plan) was previously developed by the Board. The County Manager has been available to meet individually with Commissioners and has provided a self -appraisal relating to the performance standards for review. The County Manager Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the County Manager's base salary shall be modified to reflect the general wage adjustment granted to other County employees. If a satisfactory performance rating is provided by the Board of County Commissioners, merit pay shall be awarded from 3% minimum to a 10% maximum. Per the Employment Agreement, all such merit adjustments shall be included in the County Manager's base salary. However, to be consistent with the adopted FY2021 budget guidance, the County Manager voluntarily requests that no merit pay be considered. FISCAL IMPACT: Funds are appropriated in the County Manager Office budget. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: The Board of County Commissioners accepts the completed annual performance appraisal process for the County Manager. Submitted By: Leo E. Ochs, Jr., County Manager ATTACHMENT(S) 1. CM's 2020 Self -Appraisal Final (PDF) 2. Commissioner Fiala - District 1 (PDF) 3. Commissioner Solis - District 2 (PDF) 4. Commissioners Saunders - District 3 (PDF) 5. Commissioner Taylor - District 4 (PDF) 6. Commissioner McDaniel - District 5 (DOCX) 7. FY2021 Grading Pages and Tally Sheet (DOCX) Packet Pg. 532 11.F 09/22/2020 COLLIER COUNTY Board of County Commissioners Item Number: I LF Doe ID: 13601 Item Summary: Recommendation to accept the completed Annual Performance Appraisal for the County Manager. (Leo E. Ochs, Jr., County Manager) Meeting Date: 09/22/2020 Prepared by: Title: Executive Secretary to County Manager — County Manager's Office Name: MaryJo Brock 09/16/2020 2:40 PM Submitted by: Title: County Manager — County Manager's Office Name: Leo E. Ochs 09/16/2020 2:40 PM Approved By: Review: Office of Management and Budget MaryJo Brock County Attorney's Office MaryJo Brock County Manager's Office Leo E. Ochs Board of County Commissioners MaryJo Brock Level 3 OMB Gatekeeper Review Level 3 County Attorney's Office Review Level 4 County Manager Review Meeting Pending Skipped 09/16/2020 11:02 AM Skipped 09/16/2020 11:02 AM Completed 09/16/2020 2:55 PM 09/22/2020 9:00 AM Packet Pg. 533 • Co per County N L M a Q m c E L 0 d IL R Q m m a E 0 0 m z r a m c� 0 r _ 0 _ m E E 0 a� 0 co M N C LL N Mn w L a a Q d 0 N O N N C d E t C1 N r+ Q Packet Pg. 534 LEADERSHIP AND ORGANIZATIONAL DIRECTION Objective #1: To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizationa results through the collective efforts of a knowledgeable and motivated workforce; tc implement strategies, plans and tactics to effectively achieve operational and prograrr goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 2 The County Manager routinely evaluates the organizational structure of the agency and looks for ways to optimize performance. Thi! year operations support team members from the Tourism Division, Community Redevelopment Areas, Economic Development, and Pelican Bay Services Division have been centralized into a broade support team for each of the Executive Office divisions to utilize and build upon the skills of team members already assigned to those divisions. The goal is to be more strategic, efficient, and effective in how we manage our resources. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 3 The agency presented opportunities to insource certain functions related to landscape maintenance and facilities maintenance to the Productivity Committee. Each of the programs will require initial setup cost but will quickly recapture these cost through cost savings and stabilized cost to perform work. In addition, these program will allow the County to be more agile when responding to smaller landscape median projects and routine facilities projects. The Committee supported each of these i nsou rci ng projects. The agency will seek the committee's feedback regarding other opportunities in the agency as they arise. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 4 The agency has successfully utilized Direct Material Purchases (DMP) on recent projects. Through this process the County can take advantage of their tax-exempt status to directly purchase materials for public works construction projects and often at lower cosl than these materials could otherwise be obtained. Seeing the value that this process has had on recent projects and in coordination with the Clerk of Courts team the agency will utilize this process more often on future projects. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 5 In compliance with social distancing guidanc( from the Department of Health and CDC and to help ensure safety, Collier County planned, organized, and executed more than 680 Virtual/Zoom meetings from May th rougr mid -August 2020. During this time, more than 20 hybrid remote BCC and Advisory Board Meetings were held ensuring the BCC and other essential meetings and business could continue in a safe manner. Through these virtual public meetings members of, the public had the opportunity to provide their comments remotely, as well as in person. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 6 In response to COVI D-19 Facilities Management posted signage around the main campus and remote locations signifying socia distancing and implementing additional cleaning protocols. Additionally, hand sanitizing dispensers were installed throughout County facilities, plexiglass barriers in customer frequented areas were installed, and masks were provided for employees. Despite supply shortages, Facilities Management ensured that our buildings and the staff inside are safe to welcome and serve the residents of Collier County. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 7 In response to library patrons being unabld-WIIIIIIIIIII visit Collier Libraries, Collier resident! were able to self -register for a Collier County Public Library card and reserve materials that were then made available for curbside pick- up. Over 1,500 new cards were issued through self -registration and over 18,000 library material have been picked -up by patrons using the curbside service. As Libraries have begun to reopen, curbside pick-up has continued for any patron requesting the service. In addition, the Library Division shifted services to telephone reference, online chat access to library staff through Ask -a- Librarian, eBook check-out, online database access, and virtual programming, including the Library's annual summer reading program. Library staff have answered over 24,000 questions via telephone and online chat; patrons have checked -out over 200,000 eBook titles; and over 96,000 people have participated in 369 virtual programs ranging from youth storytime to adult book discussions through the Library's Facebook site. Use of online databases and eBook circulation is up 41 over the same time period last year. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 8 The Growth Management Department (GMDj-­'W, enhanced the method by which online payments are made through the public portal. Fees on the portal are now itemized, and customers can select fees across permits by adding them to their shopping cart to expedite payments. Customers can make payments for Building, Planning, Contractor Licensing, Code Enforcement, Records, or miscellaneous fees using credit cards or via Automated Clearing House (ACH). Payments can be made on any device, including personal computers, smartphones, or tablets, and now post real-time to CityView, GMD's land development software program. The convenience processing fee was lowered from 3.20% to 2.89% for credit card transactions and $1.00 to $.50 for ACH transactions. The maximum payment per transaction was raised from $30,000 to $1001000. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 9 The Collier 311 Program is growing and continues to provide Collier County residents and visitors easy access to the full scope of government services available. This year, more than 30,000 phone calls were made to Collier 311 and thousands of callers had their issues addressed and resolved immediately. When additional assistance was needed, a service request was created and moved forward for resolution by appropriate county staff members. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 10 In support of the CARES program, which will distribute $67M in federally awarded funding, a CollierCARES call center was established to assist individuals and businesses applying for financial support as a result of the COVI D-19 pandemic. The call center staff consists of existing Collier County employees who received training and provide live customer support to Collier County individuals and businesses who qualify for and can benefit from the initiative. The team has addressed 735 service requests since the CollierCARES program launched on July 27, 2020. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 11 This year the agency's Enterprise Content Management (ECM) System was upgraded. This update included moving ove 1,000,000 files and associated metadata as well as rebuilding various automated business processes (workflows) in the new system. The effort helps to significantly reduce costs associated with offsite records storage and improves efficiency by reducing the time required to access documents and records. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 12 The HR Employment Operations group oversaw configuration of the HR/Payroll system to allow for new coding related to the Families First Coronavi rus Response Act (FFCRA), enacted on April 1, 2020, for expanded FMLA and Emergency Paid Sick Leave. The section has been responsible for tracking and administration of the additional leaves for County employees impacted by COVID from that date forward. They have ensured that updates and changes to practices, based on CDC and Department of Health guidance, have been communicated to staff across the organization as the response evolves. The Talent Acquisition section continue to hire new staff throughout the pandemic and launched online on -boarding software to process summer camp hires. The Talent Development section implemented an online New Employee Orientation process utilizing the Collier University platform, ensuring there was no disruption to the hiring process or the County's ability to fill jobs as needed. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 13 For the first time foam recycling is being offered in Collier County at the North Collier Recycling Drop Off Center. The Solid Waste Division obtained a $50,000 grant to start this recycling program for polystyrene foam products consisting of foam packing, foam coolers, takeout containers, and egg cartons, The foam will be processed into blocks and sold to third -party companies that use it to manufacture products. This initiative helps to preserve the environment and keeps Collier County green. LEADERSHIP AND ORGANIZATIONAL DIRECTION 1 14 This year Solid Waste expanded collection routes with the addition of CNG trucks and staff at no cost to the County. Waste Management of Florida utilizes 79 routed compressed natural gas (CNG) trash trucks within Collier County to collect residential curbside garbage. This represents 91 % of the current routed fleet. The goal is to have the entire fleet converted to CNG by 2023. The benefits of CNG vehicles is that they are quieter, emit 90 percent fewer pollutants, and require fewer oil changes. OPERATIONAL EFFECTIVENESS Objective #2: To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business system designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. OPERATIONAL EFFECTIVENESS 16 The County Manager's Agency has had a busy 2020 qw handling the spring wildfire disaster declaration and COVID 19. The County's Emergency Operations Center hz been operating concurrently since the spring and activated virtually since March to support COVID 19 response efforts. The agency has coordinated with the Department of Health to provide regular updates and support to the Board regarding COVID 19's status. In addition to supporting numerous Health Department COVID testing and sheltering efforts, the County's Emergency Management Division (EM) continued to operate as the County's Logistical Staging Area for all FEMA and State supported Personal Protective Equipmen (PPE). To date, EM has distributed 850,000 pieces of PPE to 85 agencies within Collier County. Emergency Management has augmented local food banks with periodic support from the Florida Division of Emergency Management and worked tirelessly to address COVID concerns for hurricane shelter and EOC operations if needed. In preparation for potential activation for Hurricane Season the Emergency Operations Center was prepared to promote appropriate social distancing and plans have been made to limit capacity while still being able to respond to an event. OPERATIONAL EFFECTIVENESS 17 The Collier County Public Library assisted The Florida Department of Economic Opportunity with the distribution of unemployment application forms and mailinc envelopes to Florida residents from April 14th - July 31st. The applications were available in English, Spanish, and Creole. Residents were able to pick-up materials at an unstaffed table outside seven (7) library entrances from 8:00 a.m. to 5 p.m., Monday - Friday. Library staff were available online through Ask -A -Librarian and via telephone refence to answer questions and assist applicants. Almost 4,000 applications were distributed. Applicants were able to drop off the sealed envelope at one of four FedEx stores offering free mailing. OPERATIONAL EFFECTIVENESS 1 18 Collier County's Community and Human Services Division launched its new "Housing Affordability" website, www.CollierCountyHousing.com. The websit provides residents or those looking to relocate, resources such as housing options and assistance. Providing access to affordable housing closer to jobs reduces commute times and costs, increases quality of life and assists in supporting a healthy local economy. OPERATIONAL EFFECTIVENESS 19 Collier County Parks met all 151 standards associated with the Commission for Accreditation of park and recreation agencies (CAPRA) in its 5-year site visit review. Additionally North Collier Regional Park was showcased by the Florida Recreation and Parks Association (FRPA) for the installation of the four artificial turf fields. This recognition is given for new or renovated recreation spaces that are deemec outstanding in their serving their respective community. In recognition of their life saving efforts, several lifeguards at Golden Gate Community Park received Phoenix Awards, and the division received the Red Cross Presidential Award signed by President Trump. OPERATIONAL EFFECTIVENESS 1 20 This year the Building Plan Review &t Inspection Division • Conducted 210,060 inspections on buildings and renovations • Issued over 47,250 permits (72% Electronic Plan Review) • Conducted over 83,507 plan reviews • Issued 44,389 certificate of completion / occupancy As we continue to follow COVI D-10 CDC guidelines for social distancing to protect ou residents, contractors, and inspectors; the Live and Recorded Video Inspections progran was implemented. This program allows minimum human interaction while optimizini, levels of service. This program was developed in conjunction with the building industry, residents, contractors and building inspectors. OPERATIONAL EFFECTIVENESS 21 This year the Development Review Division: • Conducted 30,000 inspections on infrastructure (consistent volume from last year) • Issued over 1,700 right-of-way permits (6% increase from last year) • Conducted over 9,150 Development Permit plan reviews with a 98% on time efficiency (exceeding 95% target) • New subdivisions created increased from 32 to 33 (3% increase) • Developer Sponsored Capital Improvements Projects • Logan Bridge Expansion (GL Homes) - substantiall} complete • Goodlette Road Widening Improvements (Arthrex) - under construction OPERATIONAL EFFECTIVENESS 22 The County's three diverse general avia ion " ...�., airports: Marco Island Executive Immokalee Regional and p Everglades Airpark offer unique, ue et critical function gn su ortin the local econom . The benefits that stretch ar beyond airporty rounds as activitycontinues to row at a recrd setting ace. g gp A few interesting facts about the Collier County Airport Authority: Revenues have grown to a record 4.7 million projected this year, supporting 10 % of the airports operations The Airports have become home to new businesses including Collier County's Culinary Accelerator, • air charter and aircraft maintenance operators, a flight training scholarship program in conjunction with th Collier County School District, • and the first fli ht school in the history of the Immokalee Regional AirpP Several large improvement projects have also been completed, or are underway, The rehabilitation of runways and taxiways in Immokalee, • Ongoing construction of the Marco Airport's $16 million terminal redevelopment. The airports have provided employment to hundreds and facilitate visitors endin �n the communityin support the tourism i odustryNhe Airports have combined estimated $73 million annual economic impact, according to the Florida Department of Transportation. OPERATIONAL EFFECTIVENESS 23 The Collier County South Regional Water Treatment Plant recently received the 2019 Drinking Water Plant Excellence Award from the Department of Environmental Protection, South District. The award i! in recognition of outstanding treatment plant operation, maintenance, and compliance. The South Plant previously received this award in 2010. The Collier County Water Division has also won the Best Tasting Drinking Water contest from the American Water Works Association many times, most recently the regional award in 2019 and the state award in 2012. The Water -Sewer District was also awarded the following prestigious industry awards. The Southeast Desalting Association awarded South Collier Regional Water Treatment Plant Chief Operator Tim James with its Chief Operator of the Year. • The Florida Water Environment Association awarded The North East Service Area Wastewater Treatment Facility with the Earle B. Phelps award for outstanding operation. • The Public Utilities Department Water Distribution team was awarded the Distribution System of the Year by the Florida Department of Environmental Protection. OPERATIONAL EFFECTIVENESS M Wireless bar code scanning was implemented by Public Utilities at its main warehouse locations. This technology improves inventor) accuracy, allows for real time system transactions, and greatly reduces the need for manual transactions. Staff can focus their time on more value-added services with the new capability to record transactions at the point of use. The addition of the barcode on the inventory items will also make it possible for service technicians to take advantage of the scanning technology in the field. OPERATIONAL EFFECTIVENESS 25 Real Property Management responded to 1,083 internal Et external requests and acquired property interests valued in excess of $31 Y 865,176. Property sales and grants of easements were valued at $140, 100. Real Property prepared and reviewed 96 appraisals, prepared 12 cost estimates and responded to 29 value inquiries. The team managed 129 active leases with receivable and payable rents totaling $1, 084, 748. OPERATIONAL EFFECTIVENESS EMS responded to over 44,000 calls for service and transported nearly 30,000 patients to the hospital. Medical protocols and operations were modified during the COVI D 19 pandemic and implemented telemedicine to reduce the number of transports to emergency rooms. EMS has transported 382 positive COVI D patients to the hospital since March 1st. EMS maintains County -Wide Response time of 8 minutes or less 90% of the time. To support service delivery software was purchased to analyze EMS response data to improve response times. In addition a new station at Hacienda Lakes was constructed and 5.6 acres was acquired to build a joint EMS /Fire Station at Golden Gate Blvd and Desoto Blvd. A new helicopter was put into service to improve safety and provide rapid trauma transport to Collier County residents and visitors. The Cardiac Arrest Resuscitation rate was 35%, significantly above the national average of 8. 10% . OPERATIONAL EFFECTIVENESS 27 Human Resources continues to explore opportunities to streamline processes and bring best practices to th organization. Followinga successful RFP process, the final steps are underway to transition from a ' temporary employment model in-house to a contracted services model with an external vendor foi FY21 when additional staffing resources are required. The Division is also beginning the process of documentingtime and attendance protocols agency - wide in preparation for transitioninin the futre t full automated and integrated solution. Y g When operating requirements changed late in March 2020, the Human Resources team quickly responded, implementing online on -boarding software to process required paperwork to bring on newly hired staff for Parks summer camps. Within a two -week period, we also transitioned from in -person, classroom -based NeN Employee Orientations NEO to offerin NEO virtuall .� g y using Collier University, the County. Learningg Management System. This shift required ycollaboration between the Divisions IT Facilitis Management Risk Management and HR to be successful and thou I it was new, the organization quickly adapted to this neon learning 'model. g q y p In the area of compensation, the section has completed several targeted position reviews throughout the year to bring up starting pay for positions in hard -to -fill areas such as Iq din Review and CDL-re uired classifications. g PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT Objective #3: To recruit and retain talent needed to provide best value services to customers; tc maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. M / / A®f PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 29 The County Manager and the senior leadership team routinely recognize exceptional performance and service to the County through: •Monthly service awards •Values in practice (VIP) program •Public recognition on Board agendas These opportunities are used to identify positive behavior and reinforce the agency's commitment to professionalism, ethical business practices, and following our guiding principles. / / A®f PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 30 EMS maintained and expanded Battalion Chief succession program to provide training and assure quality personnel are trained and gain experience to fill future vacancies within EMS Management. Successfully promoted an employee from this program to Battalion Chief. Additionally, a Captain Succession Program was created and implemented to provide training and assure quality personnel are trained and gain experience to fill future vacancies within the EMS Training team. This year the Medical Director re-credentiali ng with all EMS employees was successfully completed. This program assures employees are continually studying protocols. / / A®f PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 31 Since the start of FY2020, the organization ha` recruited for over 500 permanent and temporary positions, receiving in excess of 13,000 employment applications. To ensure we are getting the best qualified candidates, we implemented Job Boost to expand our reach on several national job boards. Both the High School and Undergraduate Internship programs were able to continue in spite of the pandemic, with three college -level interns working in various divisions in the organization, and five high school interns placed during summer 2020. To reduce the expense of travel and time away from the workplace, HR offered a session on -site of the Project Management Professional (PMP) Certification Boot Camp in early 2020. Plans are in place to schedule another session early in 2021. The Certified Public Manager (CPM) program is still going strong, having transitioned from aclassroom-based to virtual format for the sessions scheduled since March 2020. A cohort of 24 BCC employees are scheduled to graduate with their CPM designation in September 2020. / / A®f PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 32 The agency continues to leverage technology to provide professional development in a virtual format to all County staff members. A library of over 2000 titles is available througl Cornerstone OnDemand (branded internally as Collier University). The platform is used tc complete mandatory training on a monthly basis but is also available for team members to sharpen their skills with myriad leadership, technical, or skill -focused courses. We also transitioned to virtual education opportunities for County staff on retirement, from FRS, ICMA and Nationwide. POLICY EXECUTION AND SUPPORT TO THE I 33 BOARD Objective #4: To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. POLICY EXECUTION AND SUPPORT TO THE I 34 BOARD The County had several successful endeavors during 7 the 2019-20 legislative cycle that were later impacted by the cost of the COVI D-19 pandemic. • Our lobbyists were able to secure over $1.2 million from the Legislature for County projects in Golden Gate City, Goodland, and on the Cocohatchee River only to see them vetoed by the Governor along with many local projects in the state budget. • We successfully obtained coveted written support from the Director of the Florida Division of Emergency Management, Jared Moskowitz, for our Community Development Block Grant - Mitigation (CDBG-MIT) application for hardening of the new sports complex field house to dually serve as a South Florida Regional Emergency Shelter and Continuing Operations Center. • We also secured a commitment from the Executive Director of the Florida Department of Veterans Affairs to visit the proposed State Veterans' Nursing Home site at the old Golden Gate Golf Course property once the pandemic subsides. • A successful defense was mounted to onerous legislation in Tallahassee, paring down an impact fee bill to the point of current County compliance and assisted partnered organizations in the defeat of preemption measures that would have negatively impacted County coffers and oversight. POLICY EXECUTION AND SUPPORT TO THE I 35 BOARD Legislative continued: *At the federal level, we did our part in supporting the Everglades and outflow water quality and control by meeting with the Army Corps of Engineers at the Pentago to expedite the permitting on the Stormwater Treatment Area component of the Everglades Agricultural Area. We also met with the Department of the Army and our congressional delegation to advance I mmokalee Regional Airport on the Federal Unfunded Requirements List to build a National Guard Readiness Center. *As COVI D-19 spread, our legislative team monitored and reported on all Executive Orders issued by the Governor and state agencies in addition to federal legislation passed by Congress to support our community. The team was also responsible for the creation and updating of the COVI D- 19 business and individual program services listings on our County website to help our residents find appropriate local, state, and federal assistance. �. POLICY EXECUTION AND SUPPORT TO THE I 36 BOARD This Year the Board adopted the Mental Health and Addiction Services Five -Year Strategic Plan for the County. The plan is the culmination of a year long study by the Mental Health and Addiction Ad Hoc Advisory Committee. This fall staff will bring the Board the site feasibility and cost assessment study for development of a Central Receiving Facility for final direction before proceeding with construction. A comprehensive strategy to leverage Federal, State, County, and private funds will be used to implement the plan. POLICY EXECUTION AND SUPPORT TO THE I 3� BOARD This Year a partnership was formed with Florida Gulf Coast University (FGCU) to provide programming at the Naples Accelerator for Collier entrepreneurs. This partnership takes advantage of the resource! that FGCU can provide through the university's Entrepreneurship Faculty. The accelerator helps local business by providing training through their flexible Et comprehensive 6-month program. At the end of the program companies are showcased to the public and potential investors in a "Demo -Day". The program is free, if companies operate their business in Collier County. POLICY EXECUTION AND SUPPORT TO THE BOARD W The County was unanimously awarded $7.8 million to fund affordable housing by the Florida Housing Finance Corporation's board of directors. This is the first time in more than 10 years that Collier County has received state f undi ne for affordable housi ni development. The future Bembridge apartments, located on county -owned property along Santa Barbara Boulevard just north of Davis Boulevard, will be an 82-unit apartment community that will serve residents of Collier County earning between 30 and 80 percent of the county's area median income. POLICY EXECUTION AND SUPPORT TO THE 139 BOARD The 163-acre Golden Gate Golf Course was purchased this year. The County has hired a planning and engineering firm to complete the Intent to Conversion and rezone processes required to develop the property. Staff is currently negotiating contracts with the two Board selected vendors that will develop a Golf and Entertainment componen and Essential Services Housing facility. The Community Foundation, Moorings Park, and Richard M Schultz Family Foundation will contribute $10M towards the development of the Essential Services Housing facility to provide affordable housing in the County. POLICY EXECUTION AND SUPPORT TO THE I40 BOARD The County purchased the HHH Ranch an approximately 967-acre facility comprised of sending and receiving lands. This property will allow for a realignment the extension of as contemplated in the Wilson Blvd through the Wilson-Benfield Corridor study. Realignment of the road will minimize the environmental impacts, reduce right of way acquisition, and lower construction cost. The site is also contemplated to be used to develop a workforce housing complex further supporting the Boards commitment to support housing that is affordable and environmental preservation. POLICY EXECUTION AND SUPPORT TO THE I41 BOARD Bear -Resistant Containers were made available to county residents for the first time on February 14, 2020. This is part of Collier County's BearWise initiative which seeks to educate residents on ways to minimize interactions with bears. Trash is one of the biggest causes of human -bear interactions. The containers have a locking mechanism that helps to keep bears out of your trash. The first 400 containers will be available at the subsidized price of $115 on a first come, first served basis. That is about half the market rate. Collier County was able to offe this sweetheart of a deal thanks to a grant from the Florida Fish and Wildlife Commission. POLICY EXECUTION AND SUPPORT TO THE I42 BOARD The Florida Department of Health in Collier County (DOH -Collier) is the lead agency regardin the COVID-19 response. We have set up and continue to staff a 7 day per week, 9a-5p phone bank and screening line for residents who have concerns regarding COVID-19. Epidemiologists work to provide residents with their COVID test results and conduct extensive contact tracing efforts. Health Educators provide outreach such as visiting local businesses to provide information on COVID-19 and masks. As of August 18, 2020, Health Educators have visited 402 businesses, distributed 2,050 pieces of educational material, and provided over 3,000 masks. Additionally, DOH -Collier has distributed 135,000 masks to community partners. DOH -Collier Communications is in constant contact with community partners and the media to ensure consistent messaging and transparency. Furthermore, DOH -Collier staff provides no cost, no referral testing to the community at several locations in Collier County to ensure that resident have access to testing. POLICY EXECUTION AND SUPPORT TO THE I43 BOARD Collier County's natural resources, especially our surface and groundwaters are a driving force in our local economy. In the interest of protecting Collier County's water quality for recreational purposes and drinking water supplies, Pollution Control developed an updated ordinance to repeal and replace a 30 year -old ordinance. The new Pollution Contrc and Prevention ordinance gives the County authority to require site clean up after a pollution event occurs as well as require polluters to use best management practices tc prevent future pollution. POLICY EXECUTION AND SUPPORT TO THE I � BOARD Every ten years, the census is conducted by the U.S Census Bureau. Since 1790, the Census Bureau has used the data collected t( allocate resources based on population growth and changing demographics. The census helps determine how billions of dollars - in funding is allocated to communities and will also establish how many seats in Congress the State of Florida will receive. Collier County Government has been working with key partners including the Census Bureau, Collier County School Board and the NAACP to raise awareness of the importance of the 2020 Census. Promotional efforts havE included: social media posts, translation of materials and flyers, radio interviews, food distribution coordination, managing marketing efforts for the Census on Collier County's website, mobile signage messaging, press releases, and recorded messages in English, Spanish, and Creole on Collier County Transportation (CAT) buses. POLICY EXECUTION AND SUPPORT TO THE I45 BOARD This year the volumes of water produced, and wastewater processed are our highest on record and remained in 100% regulatory compliance with all local, state and federal agencies and maintained all laboratory certifications. The Collier County Water -Sewer District distributed approximately 8.69 gallons of potable water. The total wastewater plant flows were approximately 6.35 billion gallons received. Approximately 5.5 billion gallons of reclaimed/reuse water was distributed. The Water and Wastewater Divisions met all local, state and federal guidelines related to COVID-19 and continued to operate 24/7 throughout the pandemic. Field teams have executed plans for enhanced social distancin to meet operational needs and relocated to various positions within the CCWSD. POLICY EXECUTION AND SUPPORT TO THE I46 BOARD The Facilities division initiated the development of the county -wide master spacE plan which was presented to the Board at a workshop on June 4, 2019. The master space plan established a vision, mission, and guiding principles for future space planning as well as core campuses dispersed throughout the County. Facilities has implemented the space management system "I nvision55 to monitor and manage the use of county operated facility space. New vertical space standards were developed, and campus sequencing is being developed to organize and track all space moves county -wide. Spac( consolidation resulted in the freeing -up of a potential 12,000 SgFt in building F. BUDGET AND FINANCIAL MANAGEMENT 47 Objective #5: To prepare a balanced budget in accordanc( with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; t work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT 4P Collier County has received the Distinguish Budget Presentation Award for its 2018 budget from the Government Finance Officers Association (GFOA). The award is the highest form of recognition in governmental budgeting and marks the 32n, straight year Collier County has received tr GFOA honor. In order to receive the budget award, the county is required to satisfy nationally recognized guidelines for effective budget presentation. The guidelines are designed assess how well the budget serves as a poli document, a financial plan, an operations guide and a communications device. Budg( documents must be rated `proficient' in all four categories to receive an award." 11.F.1 BUDGET AND FINANCIAL MANAGEMENT 49 owl The budget document continues to be developed with maximum flexibility which the Board has endorsed as a hallmark County fiscal philosophy and which has received favorable recognition from the Rating Agencies and consumers of the County's financial information reflected in the County's excellent investment quality credit rating. A major component of financial flexibility is strong reserves and each year general governmental and business operation reserves are set appropriately within Board adopted budget policy parameters thus protecting the County's strong cash position at year end and providing, . fiscal protection to fund unforeseen events lie natural disasters, economic downturns whether cyclical or caused by a pandemic, changes and other unforeseen events. The �olicy ouny continues to maintain a policy compliant debt position and new strate is overnmental tlebt can be issued for iAenVenerat ified infrastructure improvements and strategic initiatives based upon Board policy. Enterprise operations remain financially strong and the County's general financial position is reflective of its implied Aaa/AAA general corporate credit rating from Moody's and Standard and Poor's. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT 50 The Water -Sewer District has held a AAA bond rating from Fitch since 2014 and Aaa from Moody's since 2019 which allows the County to maintain affordable user rates and allows the utility to borrow at favorable interest rates. Continued strong credit fundamentals reflects Fitch and Moody's expectation that the utility will manage through growth pressures and continue to post strong financial and operational metric while maintaining manageable debt levels. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT The infrastructure sales surtax that was approved by voters began to be collected on January 1, 2019. As of August 19, 2020. The total revenue the State has reported is $132,077,738.82. Based on the State distribution formula the Board of County Commissioners has received approximately $119M with the remaining $12.9M distribute( to the other three municipalities. Additionally, the total interest collected by the County at this time is $1.1M. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT 52 The Federal Emergency Management Agency has approved a Hazard Mitigation Grant for the Collier County Water -Sewer District in the amount of $3,351,708 for the purchase and installation 53 emergency generators to supply uninterrupted power at critical wastewater pump stations to reduce and/or mitigate the damage that might otherwise occur from severe weather or other hazards. Matching county funds bring the total grant to $4, 5101000. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT 53 This year marks the eighth year without a health insurance rate increase. This consistency has conservatively saved $9,000,000 over this eight -year period. The incidence of nicotine use in the County's insured population has been reduced to 7% a decrease of nearly 10% in the past 10 years. The County has successfully maintained allocated Workers' Compensation premiums at 1.3% of total payroll for five years in a roN nearly half of the average experience modification rate. The County has processed and paid approximately $20 million in Hurricane Irma Claims as of August 1, 2020. The open claims count are just 0.9% of the initial 829 claims. 11.F.1 BUDGET AND FINANCIAL MANAGEMENT Since Hurricane Irma on September 2017, t County has been working with FEMA and FE to obtain reimbursement for expenses associated with damages caused by the hurricane. •The County has 124 active projects with FEMA •FEMA has obligated funding for 119 projec •Awarded amount $ 71,805,212.35 The Government Affairs team also assisted County departments by getting a long - pending Hurricane Irma debris mission extension request dislodged from FDEM/FE which will provide the County an extra $6 million in reimbursement. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 55 � Objective #6: To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AU I R/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of th approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 56 I Staff initiated 29 projects, th5Tthe Infrastructure Surtax Citizen Oversight Committee (ISCOC) validated through 10 meetings. Projects validated by the committee have included six roadway and transportation projects, three Hurricane resiliency projects, and 20 Capital equipmen projects for the Sheriff's Office and County facilities. These Capital Equipment projects include roof systems, HVAC systems, and Jail facility improvements. These validated projects represent a total of approximately $232M in improvements. As the Surtax Program continues to provide new equipment and replace outdated major infrastructure systems countywide, Facilities Management is using this opportunity to wort towards balancing its asset management inventory through preventative maintenance measures via the work order system (CityWorks) as well as through extended warranty negotiations with vendors and installers. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 5� I South Beach was refurbished with approximately 80,000 Cubic yards of sand. Additionally, the Turkey Bay, Wiggins Channel, and Caxambas Pass were dredged. The sand dredged from these projects was pumped to the nearshore (tidal zone) south of Barefoot Beach to replenish eroded sand from that area. The dredging work was required by the Department of Environmental Protection permit to be completed before sea turtle nesting season begins on May 1. The $2.35 million project was completed the spring of 2020. Funding came from Tourist Development Taxes and partially from the Florida Department of Environmental Protection's Local Governmen Funding Program. The project was completes on April 8, 2020. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 58 I Phase Two and Phase Three of the Vanderbilt Beach Utility Conversion Project were completed by the Vanderbilt Beach Beautification MSTU on January 15, 2020. The project focused on the burial of 5.9 miles of overhead utility lines for a cost of $6.3 million. Phase I on Gulf Shore Drive was completed in 2013. Phase Four of the projec- wi ll begin in the Spring and will focus on the portion of Vanderbilt Drive between Bluebi ll Avenue and Wiggins Pass. Once completed, 9.1 miles of overhead utilities will be buried providing hurricane hardening and enhanced beautification for the community. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 59 I The Immokalee CRA was award $300,000 from CHS CDBG FY 20/21 grant funds to complete Phase 2 of the South Immokalee Sidewalk Master Plan . This phase will include approximately 2,453 linear feet of sidewalk connecting residential development to commercial and recreational opportunities. The $821,756 construction contract was awarded in July 2020 and construction is expected to be completed the begin the first quarter of FY21. Additionally, Construction began on the $2.3 million FDOT Main Street Pedestrian Safety Project in May 2020. The purpose of the project is to increase pedestrian and bicyclist safety by installing a new traffic signal at 3rd Street, two flashing beacons, new streetlights, drainage improvements, and sidewalk enhancements. The CRA coordinated with FDOT to upgrade the new streetlights to include banner brackets to accommodate holiday attachments on 30 poles along this corridor. Construction is anticipated to be completed in November 2020. CAPITAL IMPROVEMENTS AND ASSET 60 MANAGEMENT Significant steps were implemented this year to complete the sale of 5.27 acre Mini - Triangle catalyst site. As required under the 2016 Purchase Agreement, the cell tower located on the site was decommissioned and demolished and a new tower was built on Kirkwood Avenue to accommodate the carriers. Closing is anticipated to be completed in the first quarter of FY21. The site is zoned to accommodate a mix of uses including, hotel, residential and commercial. The redevelopment effort will bring substantial private sector investment into the community. Additionally, the $6 million dollar construction contract was awarded to Wright Construction in February 2020. The project includes a signature roundabout at the intersection of Thomasson and Bayshore Drives, along with sidewalks, decorative streetlights and landscaping along Thomassor Drive from Orchard Lane to Hamilton Avenue, The project is scheduled to be completed in May 2021. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 61 I The Bayshore Gateway CRA continues to progress on its multi -phase project to replace and improve the City of Naples Ovate lines and install new fire hydrants within the community. This project is possible through a joint effort with the City of Naples, Collier County HUD Community Development Block Grant (CDBG) and the CRA. The $677,000 Phase 2 was completed on Becca Avenue and Pine Street. Phase 3 has been awarded $300,000 from CDBG funds an( the City of Naples has committed $350,000 within the Saba[ Shores neighborhood. Construction is expected to begin in the first quarter of FY21. CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT •This year construction began on Phase 1 of the Big Corkscrew Island Regional Park. •To support the tournament activities at East Naples Community Park 10 new Pickleball Courts were added. •After acquiring the Golden Gate Golf Course and several extensions to the maintenance contract with the First Tee of Naples, the Parks and Recreation division took over the site maintenance of the course until the sit maintenance can be turned over to development partners. CAPITAL IMPROVEMENTS AND ASSET 63 MANAGEMENT This year the Road Maintenance Division utilized arborist services to trim approximately 5,600 trees as part of a nine - month Canopy and Palm Pruning project to meet FDOT standards for hurricane preparation. Dead trees and stumps were also removed from several roads. The Division placed mulch along 121 miles of roadway and updated and replaced all controllers and pumps along with additional meters to track water usage. Plant were replaced at several median locations throughout the County. FDOT awarded two highway beautification grants that offset the costs of some of these replacement and capital improvement costs on existing medians. This year the division has applied for four FDOT Highway Beautification Grants for Davi Boulevard (US 41 East to Airport Pulling), Davis Boulevard (Airport Pulling to County Barn Road), SR 951 (Capri Boulevard to Shell Island Road), and SR 951 (Capri Boulevard to Jolley Bridge) for approximately $400,000. CAPITAL IMPROVEMENTS AND ASSET � MANAGEMENT 64 I Solid Waste received the Florida Department of the Environmental Protection's (FDEP) Acceptance Certification for the constructior of the nine -acre, double composite, landfill liner for Cell A5 at the Collier County Landfill. Waste Management and Collier County share the mission to provide best value, responsive, and compliant services that protect our environment, preserve valuable landfill airspace, and plan for the future needs of the community. PUBLIC INFORMATION AND COMMUNITY M RELATIONS 65 I Objective #7: To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providini, understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. PUBLIC INFORMATION AND COMMUNITY M RELATIONS 66 The County hosted workshops for public to inform property owners and the community of their flood risks. Over time, these risks change due to construction and development, environmental changes, watershed conditions, and other factors. Flood maps are updated periodically to reflect these changes. The meetings used an open room format for property owners to walk from table to table to obtain flood zone information, ask questions about what the new maps will mean for their property and talk to county, city and Federal Emergency Management Agency (FEMA) staff. Specialists and subject matter experts were on hand to meet one- on-one and discuss flood risk, flood insurance, appeals, mitigation options, as well as the engineering behind the flood insurance study. PUBLIC INFORMATION AND COMMUNITY M RELATIONS 67 I Collier County continues to expand communications throughout the community via social media channels and the website. From August 2019 - July 2020, Collier County social media channels achieved: *Impressions: 49.5 million *Video Views: 14.5 million • Engagements: 2.5 million *Post Link Clicks: 90,000 • Followers: 204,000 *Messages Sent: 8,882 *Total pageviews for the Collier County website is 6,561,553 PUBLIC INFORMATION AND COMMUNITY M RELATIONS 68 I Public information for Solid Waste focused of the curbside collection program, the right way to recycle, how to properly dispose of household hazardous waste, recycling centers, paper shredding, and hurricane preparedness. Deliverables included new webpages, social media posts and videos, online survey, local television and radio ads, email blasts, direct mailers and digital marketing. Postcards reached approximately 198,000 households. Over -the -top advertise ni on streaming services such as Hulu and Roku resulted in 115,000 impressions. Digital advertising resulted in 120,000 impressions which increased traffic to the Collier County website. 11.F.1 PUBLIC INFORMATION AND COMMUNITY RELATIONS Code Enforcement participated in Safe Communities night throughout Collier Count Code Enforcement also conducted a Neighborhood Cleanup in Bonita Shores and collected household materials, hazardous waste, and construction debris. Neighborhood clean ups provide an opportunity to reduce the amount of waste and educate citizens of Collier County. PUBLIC INFORMATION AND COMMUNITY M RELATIONS 70 I The Golden Gate City Economic Developmen Zone Committee, which supports the Board to attract businesses or industries to the Economic Development Zone, had its first committee members appointed this year. On February 14, 2020 the committee held its first meeting. The Committee will review an make recommendations on applications for funding through the trust fund; help the Board establish, review, and enhance of policies and programs for the Economic Development Zone; and any other matters assigned by the Board. 11.F.1 PUBLIC INFORMATION AND COMMUNITY RELATIONS 71 Collier County has a vibrant arts and cultural community. This year the County adopted an Arts and Culture Strategic Plan that developed a shared vision and guides the community's future efforts to make that vision a reality. This was a collaborative effort between the County, and The United Arts Council. The planning process received input from the community through a survey, community forums, and social media. PUBLIC INFORMATION AND COMMUNITY RELATIONS EMS continues to coordinate with other local emergency service groups. •EMS collaborated with Immokalee Fire District in order to design and begin construction on a permanent EMS/Fire/LEO station in Ave Maria (completion expected July 2021). • In a partnership with CCSO, over 1500 citizens were trained in the community to implement the Stop the Bleed and Active Shooter Campaign in Collier County. •The EMS Chief maintains close working relationship with Emergency Medical Authority Advisory Board and provides monthly reports, and the EMS Chief is the current President of Collier County EMS and Fire Chief's Association 11.F.1 PUBLIC INFORMATION AND COMMUNITY RELATIONS 73 The Parks and Recreation Division worked with the Blue Zones Leadership committee t establish walking groups within the parks system. At North Collier Regional Park an exhibition was developed in a partnership with the Naples Art Association. The works were provided by local artists of scenes depicting or relating to Collier County Parks. Commissioner Fiala 11.F.2 District 1 Coder County Office of the County Manager MEMO Date: August 31, 2020 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: Performance Appraisal Consistent with the requirements of my employment agreement. please find enclosed a self -appraisal of performance with respect to the objectives outlined in my FY2020 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY2020 performance evaluation Please return your graded packets to me on or before September 14, 2020 so that I may consolidate the grades for presentation at the September 22, 2020 Board meeting. The rating sheets are contained in the following pages of this memo. If you W would like to meet to discuss your rating before submission, please let me know CD and I'll make the arrangements. 77 Thank you for granting me the privilege of serving as your County Manager. Packet Pg. 608 11.F.2 Fiscal Year 2020 Annual Performance Evaluation Leo E. Ochs, Jr, County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for Fiscal Year 2020. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. T 0 M Packet Pg. 609 11.F.2 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few Below areas Standards . Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards levels in most areas Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs improvement Meets Ex ectations Exceeds Expectations 1.00 1.66 1.67 — 2.33 2.34 — 3.00 0 to M r Packet Pg. 610 11.F.2 County Manager Self -Assessment for Action Plan Results for Fiscal Year 2020 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed report for specific accomplishments in this performance areal Rating Below Standard Meets Standard Exceeds Standard I 2 3 Packet Pg. 611 11.F.2 Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed report for speci is accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Z Commissioner Comments: T Q CD CO) n Packet Pg. 612 11.F.2 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: to o r Packet Pg. 613 11.F.2 4. Policy Execution and Support to the Board — To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to insure that management reports, presentations and executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments. ti Packet Pg. 614 11.F.2 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2020 budget that maintained the general fund and unincorporated area general fund millage rates: increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2019 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for specific acconplixhments in this performance area) Below Meets Exceeds Standard Standard Standard l 2 3 Rating Commissioner Comments: Packet Pg. 615 11.F.2 Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY2020 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIRICIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY2020 and the proposed FY2021 budgets. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 21 Commissioner Comments: J/On[.. IV112- 6L- tnce� c.v U— Lx b c W qM Packet Pg. 616 11.F.2 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The Agency 311 and Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see the enclosed report for specific accomplishments in this performance area Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 4.o u t Packet Pg. 617 11.F.2 ADDITIONAL COMMENTS 0 d Q E O V 0 t v v cC O C \Y/ - O a+ G' � C N E E ' C01 r O t0 M r r a+ V �L 2 U- L 0 0 Commissioner Signature y Packet Pg. 618 Commissioner Solis District 2 11.F.3 Coer County Office of the County Manager MEMO Date: August 31, 2020 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: Performance Appraisal Consistent with the requirements of my employment agreement, please find enclosed a self -appraisal of performance with respect to the objectives outlined in my FY2020 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY2020 performance evaluation. Please return your graded packets to me on or before September 14, 2020 so that I may consolidate the grades for presentation at the September 22, 2020 Board meeting. The rating sheets are contained in the following pages of this memo. If you would like to meet to discuss your rating before submission, please let me know and I'll make the arrangements. Thank you for granting me the privilege of serving as your County Manager. Packet Pg. 619 11.F.3 Fiscal Year 2020 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a I to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for Fiscal Year 2020. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Pg. 620 11.F.3 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements aruUor early good performance levels in a few Below areas Standards • Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds + Excellent improvement trends and/or sustained excellent performance Standards levels in most areas + Evidence of industry and benchmark leadership demonstrated in many areas 0 Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations l .00 — 1.66 1.67 — 2.33 2.34 — 3.00 Packet Pg. 621 11.F.3 County Manager Self -Assessment for Action Plan Results for Fiscal Year 2020 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented unior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision. Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive managernent and stewardship of agency Duman, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources. upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging andlor unanticipated issues that have arisen during this review Ix:riod. (Please seep the cnclose d Loort,fnr specific' acc omplivhments in this perfurmancv area) Below Standard Meets Standard Exceeds Standard 1 7 3 Commissioner Comments: Packet Pg. 622 11.F.3 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic. operational and financial planning efforts. Business process improvement initiatives continue to he implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assesstnetits of our business risks anti has enacted measures to improve our financial and operational accountability. (Please seer the enclosed rent)rt fnw,hecific accoiMlishitmenis in thiperfor► anc'e WWI) Below Meets Exceeds Standard Standard Standard t 2 3 ttatir Commissioner Comments: ✓7 C-�_ 0 W M Packet Pg. 623 11.F.3 3. Performance Management and Workforce Development -- To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. The: Agency's k ,,adership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive Pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR Department has continued to offer effective career development. recognition programs. in- hou,se trainino offering, and a formal succession planning program for aspiring future. leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. ( Please .se•e the enclosed rr port nr s eci it arrn)n dishments in this peiformance urea Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 0 to M Packet Pg. 624 11.F.3 4. Policy Execution and Support to the Board — To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees. to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely. accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert tederal and .Mate contract lobbyists. Staff has worked diligently to insin"e that management reports, presentations and executive summaries are accurate, thorough. clearly written Ind contain appropriate and sufficient financial analysis and legal review, (Please see the enclosed Lwortffi -werifte accomplishments in this pe[Lbmuutre areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 0 M Z Packet Pg. 625 11.F.3 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance. staff produced a FY 2020 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line Operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the General fund. The County's implied corporate issuer credit rating was - elevated to AAA by Standard and Poor's. the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2019 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report fnr s mci rr corn! lishments in this er ormcinre urea) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 626 11.F.3 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY2020 budget are proceeding on schedule and within budget. Prepat:ttions are well underway for presentation of the annual joint AU[R/CIE report to the BCC in November, after CCPC review, which will provide an integrated. comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the F)'2020 and the proposed FY2021 budgets. {Please see the enclosed re)jort for .specific- acc:o►r►plishments in this per/onnance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 627 11.F.3 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government. to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements. television interviews, service on community leadership organizations and frequent Outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a lame volume of citizen service and public records requests. The Agency 311 and Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county %vebsite and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments. independent fire districts, water management district and our local state legislative delegation in order- to advance our common goals and nnutual interests. (Please .see the enclosed nort forr-Tecitic acconwlr.+hrnenfs in this per_rormante area) Below Meets Exceeds Standard Standard Standard L 2 3 Rating Commissioner Comments: WA 4,),? eZ,Iir/(11946 l7�'d�Z Packet Pg. 628 11.F.3 ADDITIONAL COMMENTS Packet Pg. 629 Commissioner Saunders District 3 Collier Couvi.ty Office of the County Manager AR • Date: August 31, 2020 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: Performance Appraisal Consistent with the requirements of my employment agreement, please find enclosed a self -appraisal of performance with respect to the objectives outlined in my FY2020 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY2020 performance evaluation. Please return your graded packets to me on or before September 14, 2020 so that I may consolidate the grades for presentation at the September 22, 2020 Board meeting. The rating sheets are contained in the following pages of this memo. If you would like to meet to discuss your rating before submission, please let me know and I'll make the arrangements. Thank you for granting me the privilege of serving as your County Manager. 11.F.4 Packet Pg. 630 11.F.4 Fiscal Year 2020 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for Fiscal Year 2020. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Pg. 631 11.F.4 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few Below areas Standards . Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds . Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Ex ectations Exceeds Ex ectations 1.00 — 1.66 1.67 — 2.33 2.34 — 3.00 Packet Pg. 632 11.F.4 County Manager Self -Assessment for Action Plan Results for Fiscal Year 2020 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed report for specific accomplishments in this performance area) Rating Below Standard Meets Standard Exceeds Standard 1 2 3 3 Commissioner Comments: Packet Pg. 633 11.F.4 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed report, or speci is accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 634 11.F.4 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. (Please see the enclosed report for speci is accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 635 11.F.4 4. Policy Execution and Support to the Board — To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to insure that management reports, presentations and executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed report. or sped is accomplishments in this Performance area, Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 636 11.F.4 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2020 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2019 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for specific accomplishments in this performance area] Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 637 11.F.4 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY2020 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY2020 and the proposed FY2021 budgets. (Please see the enclosed report for speci is accomplishments in this performance areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 638 11.F.4 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The Agency 311 and Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see the enclosed report for speci is accomplishments in this performance areal Below Standard Meets Standard Exceeds Standard 1 2 3 Rating Commissioner Comments: Packet Pg. 639 11.F.4 ADDITIONAL COMMENTS Commissioner Signature m t r L 0 76 T L Q Q a ci i CU E L 0 L a �o c c a E 0 a� t r a m �v 0 r c 0 r 0 c a� E E 0 a� 0 N L I� Cn y L d i 0 .y N E E 0 U r c d E t v R r r Q Packet Pg. 6 0771 11.F.4 11 r Q Packet Pg. 6 1771 Commissioner Taylor District 4 11.F.5 CAR?- County Office of the County Manager MEMO Date: August 31, 2020 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: Performance Appraisal Consistent with the requirements of my employment agreement, please find enclosed a self -appraisal of performance with respect to the objectives outlined in my FY2020 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY2020 performance evaluation. Please return your graded packets to me on or before September 14, 2020 so that I may consolidate the grades for presentation at the September 22, 2020 Board meeting. The rating sheets are contained in the following pages of this memo. If you would like to meet to discuss your rating before submission, please let me know o and I'll make the arrangements. M r Thank you for granting me the privilege of serving as your County Manager. Packet Pg. 642 11.F.5 Fiscal Year 2020 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for Fiscal Year 2020. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Pg. 643 11.F.5 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few Below areas Standards . Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements 0 Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds . Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Ratio Scale Needs Improvement Meets Ex ectations Exceeds Ex ectations 1.00 — 1.66 1.67 — 2.33 12.34 — 3.00 c 0 U d s L N •L Q. Q Q d 0 _ M E LO r_ d (L 3 c c Q m d a E O 0 a) z r Q. m U 0 c 0 c m E E 0 m Q; T 0 to M 2 'i 0 0 Q Packet Pg. 644 11.F.5 County Manager Self -Assessment for Action Plan Results for Fiscal Year 2020 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed report for specific accomplishments in this performance areal Rating Below Standard Meets Exceeds Standard Standard 1 2 ; .2' J Commissioner Comments: Fr Packet Pg. 645 11.F.5 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed report for specific accomplishments in this performance areal Below Meets Exceeds Standard Standard Standard 1 ' 3 Rating Commissioner Comments: I U, Packet Pg. 646 11.F.5 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. Please see the enclosed ty ort Lor s eci is accomplishments in this er ormance area BcIGw Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: AA 0 co 0 M r Packet Pg. 647 11.F.5 4. Policy Execution and Support to the Board — To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to insure that management reports, presentations and executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed report for specific accomplishments in this perfbrinance area) Below Meets Exceeds Standard Standard Standard 1 2 3 12atin Commissioner Comments: Is 0 CD M Packet Pg. 648 11.F.5 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2020 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2019 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for speck accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: �r 0 cc M Packet Pg. 649 11.F.5 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIRUE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY2020 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY2020 and the proposed FY2021 budgets. (Please see the enclosed reporl for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: ri Packet Pg. 650 11.F.5 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The Agency 311 and Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. Please see the enclosed ty ort for s eci is accomplishments in this perLormance area Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: FAI Packet Pg. 651 11.F.5 ADDITIONAL COMMENTS It is remarkable, to me, that in these "COVID-19 times", the County, under your leadership, continues to make solid progress into the 21It Century. Your outreach to our community has been extraordinary, with new leadership in the County's Public Relations Department (Deborah Curry) and your continued effective response to the increase of 311 calls during these months of the pandemic. You clearly understand the importance of collaboration and partnership with community partners. Despite Governor DeSantis' 'Safer at Home' Executive Order in March, Collier County government continued to operate for the taxpayers and stringent safety protocols were implemented for government employees and the public. You have demonstrated the ability for government to rise to the challenge of protecting and enhancing public health and safety, and at the same time continued to develop existing projects as well as begin new programs. Collier County government remains agile and responsive and effective to these challenging times under your leadership. Well done! Commissioner Signature Packet Pg. 652 11.F.6 Commissioner McDaniel District 5 • Co er County Office of the County Manager MEMO Date: August 31, 2020 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: Performance Appraisal Consistent with the requirements of my employment agreement, please find enclosed a self -appraisal of performance with respect to the objectives outlined in my FY2020 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY2020 performance evaluation. Please return your graded packets to me on or before September 14, 2020 so that I may consolidate the grades for presentation at the September 22, 2020 Board meeting. The rating sheets are contained in the following pages of this memo. If you would like to meet to discuss your rating before submission, please let me know and I'll make the arrangements. Thank you for granting me the privilege of serving as your County Manager. Packet Pg. 653 11.F.6 Commissioner McDaniel District 5 Fiscal Year 2020 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a I to 3 scale, with I being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for Fiscal Year 2020. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Pg. 654 11.F.6 Commissioner McDaniel District 5 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few Below areas Standards • Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds . Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00 — 1.66 1.67 — 2.33 2.34 — 3.00 Packet Pg. 655 11.F.6 Commissioner McDaniel District 5 County Manager Self -Assessment for Action Plan Results for Fiscal Year 2020 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed report for speci ac accomplishments in this performance area) Rating Below Standard Meets Standard Exceeds Standard 1 2 3 Commissioner Comments: Packet Pg. 656 11.F.6 Commissioner McDaniel District 5 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating XX Commissioner Comments: Packet Pg. 657 11.F.6 Commissioner McDaniel District 5 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. (Please see the enclosed report for specific accomplishments in this performance area Below Meets Exceeds Standard Standard Standard 1 2 3 Rating XX Commissioner Comments: Packet Pg. 658 11.F.6 Commissioner McDaniel District 5 4. Policy Execution and Support to the Board — To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to insure that management reports, presentations and executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed re,port for specific accomplishments in this performance area Below Meets Exceeds Standard Standard Standard 1 2 3 Rating XX Commissioner Comments: Packet Pg. 659 11.F.6 Commissioner McDaniel District 5 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2020 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2019 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating I I I XX Commissioner Comments: Packet Pg. 660 11.F.6 Commissioner McDaniel District 5 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY2020 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY2020 and the proposed FY2021 budgets. (Please see the enclosed report for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating XX Commissioner Comments: Packet Pg. 661 11.F.6 Commissioner McDaniel District 5 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The Agency 311 and Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see the enclosed report for specific accomplishments in this performance area Below Standard Meets Standard Exceeds Standard 1 2 3 Rating XX Commissioner Comments: Packet Pg. 662 11.F.6 ADDITIONAL COMMENTS Commissioner McDaniel District 5 a r a Packet Pg. 663 11.F.6 Commissioner Signature Commissioner McDaniel District 5 Packet Pg. 664 11.F.7 Below are the standards for scoring the self -appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score Result 1 • Some improvements and/or early good performance levels in a few areas Below . Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and/or current performance levels --evaluated against relevant comparisons and/or benchmarks --show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds . Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas 0 Business results fully address key customer, market, process, and action plan requirements Final Needs Improvement Meets Expectations Exceeds Expectations Standard Rating Scale 1.00 — 1.66 1.67 — 2.33 2.34 — 3.00 T 0 to M T N O N LL �.i C d E t t� Q Packet Pg. 665 11.F.7 Tally Sheet Action Plan Goals Comm. Comm. Comm. Comm. Comm. LEADERSHIP AND Fiala Solis Saunders Taylor McDaniel ORGANIZATIONAL DIRECTION 2.00 3.00 3.00 2.50 3.00 OPERATIONAL EFFECTIVENESS Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 2.50 3.00 3.00 3.00 3.00 PERFORMANCE Comm. Comm. Comm. Comm. Comm. MANAGEMENT AND Fiala Solis Saunders Taylor McDaniel WORKFORCE DEVELOPMENT 2.00 3.00 3.00 3.00 3.00 POLICY EXECUTION AND SUPPORT TO THE BOARD Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 3.00 3.00 3.00 3.00 3.00 Comm. Comm. Comm. Comm. Comm. BUDGET AND FINANCIAL Fiala Solis Saunders Taylor McDaniel MANAGEMENT 3.00 3.00 3.00 3.00 3.00 CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 2.00 3.00 3.00 3.00 3.00 Comm. Comm. Comm. Comm. Comm. PUBLIC INFORMATION AND Fiala Solis Saunders Taylor McDaniel COMMUNITY RELATIONS 3.00 3.00 3.00 3.00 3.00 Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel Average Grade/Commissioner 2.50 3.00 3.00 2.93 3.00 Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00-1.66 1.67-2.33 2.34-3.00 Overall Average Grade 2.89 m z L O L a Q 0 U c E L O w a c c Q a� d Q. E 0 U 0 0. a� 0 0 a 0 0 c m E E 0 U m w Q Packet Pg. 666